Serena Dobson, Senior Consultant and Lead for Primary Care, and Robin Staveley, Health Practice Lead consider why this is important in this article, written as part of GatenbySanderson’s sponsorship of the Asian Professionals National Alliance (APNA) Conference 2026.
The NHS serves one of the most diverse populations in the world, and its leadership should reflect the communities, patients and staff it serves. While health and social care organisations are committed to equality, diversity and inclusion, good intentions alone do not create equitable outcomes. Recruitment processes must be intentionally designed to identify and remove barriers, challenge assumptions and create opportunities for talented individuals from all backgrounds to succeed. Ultimately, it is positive actions, not simply positive intentions, that drive better outcomes.
We have probably all seen how the quality and inclusivity of a recruitment process can directly influence the breadth and diversity of a candidate field. Fair and accessible recruitment not only attracts a wider range of applicants, it also improves the likelihood of appointing leaders with the skills and experiences needed to navigate increasingly complex environments.
Challenge
As recruiters one of our roles is to challenge assumptions about what a successful candidate should look like; when an external firm like us is not involved, that’s a role someone internally has to fill. Recruitment ‘briefs’ often contain requirements that may not be essential to success, but which have become accepted over time as standard practice. An emphasis on particular qualifications, career pathways or sector experience can unintentionally narrow the field and exclude capable individuals whose leadership capability, communication skills, judgement and values may be stronger indicators of future success. By focusing on what truly matters, organisations can access a broader and more diverse talent pool. As recruiters we often need to risk being a bit of an irritant by asking ‘but why?’ so much. If no one does that, inadvertently we are allowing bias to become embedded.
Watch Your Language
The way a role is described can have a significant impact on who chooses to engage with an opportunity. The language used, the requirements emphasised, and the way an organisation presents its culture all influence whether potential candidates can see themselves reflected in the role. Candidate-facing materials should be reviewed to ensure they are accessible, inclusive and free from biased language. Technology can support this by identifying wording that may discourage particular groups, but inclusive recruitment also requires organisations to ask whether candidates genuinely feel welcomed, represented and able to succeed.
Use Data
Even the most inclusive role design will have limited impact if opportunities fail to reach diverse audiences. Our research data indicates that applicants from ethnic minorities are more likely to discover opportunities through broader online searches and are often less reliant on established professional networks. This means organisations must think beyond traditional advertising routes to develop multi-channel campaigns that reach and engage different communities, who might otherwise remain outside established networks.
By analysing application and progression rates throughout a recruitment process, organisations can identify where barriers may exist and take targeted action to address them. This creates a continuous cycle of learning and improvement, enabling recruitment teams to refine approaches and improve outcomes over time.
Traditional selection methods can also unintentionally favour individuals who are already familiar with established recruitment conventions. Approaches such as structured application questions linked to organisational values, competency-based assessments and video submissions can provide richer insight into how candidates think, communicate and lead. This shifts the focus away from career history alone and towards behaviours, values and leadership potential.
Supportive not restrictive
Creating a level playing field must extend beyond ‘process’. We know that lack of confidence can present as a significant barrier, particularly for individuals from underrepresented groups who may have had fewer opportunities to access senior leadership roles or formal interview environments. Feedback we receive from candidates regularly highlights that understanding the process, knowing what to expect and feeling confident presenting their experience can be as challenging as demonstrating technical capability. Our own research identifies confidence as a key factor holding back diverse applications. Clear communication, interview preparation and constructive guidance can therefore make a meaningful difference. The objective is not to provide an unfair advantage, but to ensure every candidate has an equal opportunity to demonstrate their capabilities and potential.
Perhaps most importantly, diverse appointments begin long before a vacancy arises. Recruitment processes matter, but organisations must also invest in developing future leaders from underrepresented backgrounds. Leadership pipelines across many sectors remain less diverse than the communities they serve. Programmes such as the Insight Programme (which supports aspiring non-executive directors from Black, Asian, Minority Ethnic and disabled communities through coaching, mentoring and board-level experience) and Leadership NOW (developed by GatenbySanderson in partnership with UNIFY) support current and aspiring ethnically diverse leaders through development opportunities, peer networks and confidence-building. These initiatives reinforce an important principle: improving representation requires both inclusive recruitment practices and sustained investment in diverse talent pipelines.
A truly inclusive recruitment process must also recognise that candidates will have different needs and circumstances. This may involve using straightforward language to support neurodiversity, sharing interview questions in advance, or taking account of factors such as Ramadan fasting, religious observance and caring responsibilities when scheduling recruitment activities. These practical considerations help create an environment in which individuals can perform at their best without unnecessary barriers.
Equally important is ensuring that decision-makers are equipped to make fair and informed assessments. Structured evaluation frameworks, diverse perspectives and training that helps panel members recognise and mitigate unconscious bias can contribute to more objective and balanced decision-making.
Creating truly inclusive recruitment processes requires commitment, reflection and action at every stage. There is no single intervention that removes bias. However, by challenging traditional assumptions, broadening attraction strategies, designing accessible assessments, supporting candidates effectively and continually learning from data and feedback, organisations can create recruitment processes that are fairer for candidates and lead to stronger, more representative leadership. For the NHS and wider public sector, this is not simply an equality issue. It is a leadership issue.